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Assessing the Validity of Employer Branding and Predicting Its Talent-Oriented Outcomes
Published in Geeta Rana, Shivani Agarwal, Ravindra Sharma, Employer Branding for Competitive Advantage, 2021
The concept of employer branding (EB) has been emerged in the 1990s. Since then, it has become the most popular human resource (HR) term, which is widely adopted by managements at global level (Little, 2010). It helps to gain a strong position in the competitive labor market by creating a clear and reputed image of the organization, which helps to attract high-potential employees for vacant positions and to motivate, engage, and retain its current employees (Priyadarshi, 2011; Mandhanya & Shah, 2010; Srivastava & Bhatnagar, 2010). In this context, EB is a new dimension in the field of modern human resource management (HRM), which is aligned with branding principles for attraction, identification, retention, and engagement of talented employees to run organizations smoothly, effectively, and efficiently (Lockwood, 2010; Priyadarshi, 2011; Srivastava & Bhatnagar, 2010; Mihalcea, 2017; Botha et al., 2011). It has also been labeled as ‘talent branding’, which acts as a keystone for an efficient long-term retention and recruitment strategy (Wilden et al., 2010). Despite gaining extensive popularity in modern HR literature, empirical research is still relatively limited in this field (Davies, 2008). Furthermore, most of the studies have focused only on one or two practices of talent management, such as talent attraction and talent retention. Research gap also revealed that there is a need to validate EB scale, especially in the banking sector.
The Roles of Human 4.0 in the Industry 4.0 Phenomenon
Published in Turan Paksoy, Çiğdem Koçhan, Sadia Samar Ali, Logistics 4.0, 2020
Not only Industry 4.0 creates many new opportunities for companies but also there are emerging challenges in the Industry 4.0 context. These challenges can be classified under social, economic, environmental, technical, legal, and political challenges. Markets have become increasingly unpredictable and heterogeneous with the higher level of flexibility and customization, in the context of economic challenges. Increasing need for innovation, ongoing globalization, demand for higher service orientation, growing need for cooperative and collaborative work are the other economic challenges. Demographic change is one of the most influencing social challenges because less young people enter the labor market to replace retired ones. Complex processes improved jobs qualifications and employees need to be qualified to realize more strategic, coordinating, and creative tasks with higher responsibilities. Increasing virtual work, changing social values, and growing complexity of processes are the other social challenges. Exponential growth of technology/data usage and growing collaborative work on platforms are classified in technical challenges. Environmental challenges covers resource scarcity and climate change. Standardization, data security, and personnel privacy are the political and legal challenges (Hecklaua et al. 2016).
“Healthy workplaces for all ages”—age related changes and occupational health and safety
Published in Ales Bernatik, Lucie Kocurkova, Kirsten Jørgensen, Prevention of Accidents at Work, 2017
C.M. Varianou, O. Nicolaidou, G. Boustras
Difficult working conditions and unhealthy work environments might reduce productivity of older workers, increase their absenteeism rate and the probability of losing their jobs, encouraging them to leave the labour market early (Blanchet, 2005). Indicators such as working at speed and to tight deadlines, using mental and physical energy might affect work intensity index. According to Eurofound (2016), Cyprus has the highest work intensity index in the EU which affect the effectiveness of performing tasks. However, older workers report lower work intensity than the other age groups.
Assessment of disability and incidence of chronic diseases in employed and unemployed people aged 60–70 years living in Poland: a cross-sectional study
Published in International Journal of Occupational Safety and Ergonomics, 2020
Agnieszka Ćwirlej-Sozańska, Anna Wilmowska-Pietruszyńska, Bernard Sozański, Agnieszka Wiśniowska-Szurlej
Currently in Poland, actions aimed at maintaining the employment of older workers are poorly developed. According to previous research, less than 10% of Polish enterprises surveyed by the authors carried out special programs for employing people aged >50 years. Furthermore, less than 18% of companies offered older workers participation in training, courses and conferences addressed specifically to them; and only 7% of companies provided counseling on healthy lifestyle [54]. The increase in the prevalence of chronic diseases and the decrease in fitness and physical performance with age can result in decreased labor productivity. This can be particularly noticeable when more elderly people are kept in the labor market as a result of increasing retirement age. Older workers with health problems are characterized by decreased work ability [55], lower productivity at work [56,57] and more frequent absence due to sickness [58]. Work ability relates to the resources of the person (e.g., their health, skills and functional competencies) and the requirements of work (e.g., working environment, responsibilities and physical demands) [59]. Work ability is negatively affected by age, obesity, lack of physical activity in leisure time, low capacity of the musculoskeletal system and high physical and mental stress at work [60]. A strong relationship between aging and decreased work ability was reported previously [61]. However, work ability depends not so much on age but on the state of health; older people have a better work ability if their health condition is better [37]. Indeed, our results show that healthier people are able to stay longer in the labor market, which was also confirmed by other studies [37,62].
Managing water-related risks in the West Bengal Sundarbans: policy alternatives and institutions
Published in International Journal of Water Resources Development, 2018
Ernesto Sánchez-Triana, Leonard Ortolano, Tapas Paul
Incentives to migrate will not be enough. There also needs to be a programme of education and skills development to enhance the likelihood of success of migrants to new, more urbanized locations. In many such locations, there are opportunities for plumbers, electricians, mechanics, skilled masons, etc. Improved education and vocational training is a prerequisite for labour-market success.
Impact of AI and COVID-19 on manufacturing systems: An Asia Pacific Perspective on the two Competing exigencies
Published in Production & Manufacturing Research, 2023
Malini Mittal Bishnoi, Swamynathan Ramakrishnan, Swathi Suraj, Ashish Dwivedi
Before the advent of the COVID-19 pandemic, the fourth Industrial Revolution (IR 4.0) was well underway with fast-paced developments in AI and automation. AI tools provide large and small-scale industries with a means of becoming future-proof and digital-ready. Developments in AI have caused its deployment to increase multifold, from 25 percent in 2018 to 37 percent in 2020 (Xiaoge Zhang, 2022). AI alone has revolutionized every sector of the economy, especially app development, travel, debt, retail, and IT industries (Schweiggart, 2022). Some of the most versatile applications of AI include personal virtual assistance such as Siri and Alexa, face recognition, buyer behavior prediction, fraud detection in banking services, personalized education, and even the execution of trade in the stock market (Dixit, 2022; Young, 2019). Developments such as these have undeniably paved the way for digital transformation at a global level and the possibility of a fully digital economy. However, in recent years, several social and ethical dilemmas have been associated with the rapid developments in AI. One of the biggest ethical dilemmas surrounding the integration of AI in businesses is the widening of the wealth gap. Since AI can perform repetitive and predictable tasks, it can also cut down on the required workforce drastically. The risks involved with this possibility include increased levels of unemployment and widened wealth gaps. With more tasks being undertaken by AI-empowered tools and more companies working towards complete automation, there could be serious implications for the labor market as well as the overall economy. Increased productivity of AI would lead to downward pressure on wages and the size of the workforce. This would in turn mean that a large share of profits made by companies would fall into the hands of an exceedingly small portion of society (Kharpal, 2016). Although AI would redefine certain jobs and create new ones in information technology and automation, lack of relevant skills would leave most of the workforce unprepared to fill the new jobs created (Daws, 2018). The details related to automation of jobs is provided in Figure 2.